CSR

Human Resources and Human Rights

ONO PHARMACEUTICAL believes that gPeople make the company,h and actively supports the development of individual abilities and positive action taken without fear of failure. We promote efforts to improve safety and health conditions, and to create a working environment where the company and its employees can live in harmony and individual abilities blossom to their full extent. We also value a society where human rights are fully respected and seek to establish a company with no discrimination due to race, nationality, ethnicity, gender, age, religion, belief or philosophy, academic background, disability or illness, and others.

Development of Human Resources

œ Human Resources Sought by ONO

Amid the changing environment, ONO needs gself-directedh human resources who always have a sense of innovation, adapt to such changes in a prompt and flexible manner and act based on their own ideas and decisions. A new future for ONO will be built by the human resources who tackle any difficulties with a sense of purpose and an awareness of issues as members of a team that works to reach the same goal. As pharmaceutical products are closely related to the lives of people, it goes without saying that the human resources also need to act in an ethical manner with a strong sense of responsibility.

We seek human resources who:

  • Eare innovation-minded and never give up trying until the end;
  • Ecan demonstrate their abilities in a team environment and can work collaboratively;
  • Ehave a strong sense of responsibility for, and are proud of, their own jobs;
  • Ealways take a positive approach and can learn and grow independently; and
  • Eact in an ethical manner with common sense.

To help develop such human resources, we are committed to enhancing our education and training system, and cultivating employee-friendly workplaces.


œ Provision of Growth Opportunities

We organize a wide range of collective training programs for employees in each phase of career growth, including company-wide joint training for new employees from all divisions, departmental introductory training, annual training for young employees, and pre-management training. We also provide training for managerial staff focusing on management skill which is required to growth of organization and various capabilities that are required on each managerial level and position.
In addition to these seniority- and position-based training programs, we organize training programs to develop employees who can work on the global stage, and send employees to overseas affiliates. As part of our commitment to promotion of diversity, we provide training for employees. Training is also conducted at medical institutions so that our employees have opportunities to listen to the opinions of patients and medical staff directly and know in depth the needs in the medical field. In addition, we have a system to assist employees in self-learning with an aim to develop a culture where they study and grow independently.

Respect for Human Rights

ONO will respect human rights of all people in every aspect of our business activities. Based on this principle, we adopt the policy that gno discrimination should be allowed either inside or outside the Company due to race, nationality, ethnicity, gender, age, religion, belief/philosophy, academic background, disability or illness,h and promote establishment and operation of the personnel system in line with the policy. We also prohibit any forms of harassment and provide compliance training.
Furthermore, ONO supports international norms and codes regarding human rights, including the Universal Declaration of Human Rights, the core labor standards of the ILO (International Labor Organization), and the Voluntary Principles on Security and Human Rights.

Diversity Promotion Initiatives

ONO considers human resource development a key management issue and conducts ongoing efforts to improve diversity. One priority in this area is the creation of a system under which women can realize their full potential. In recent years, we have been hiring more women in all company divisions, and women make up an increasingly higher percentage of the new university graduates that we hire each year. With the goal of creating an environment where women can reach their potential, including taking managerial positions, we have training for current managers and seniority-based training.
We have formulated a five-year company action plan (from April 1, 2016 to March 31, 2021) in response to the Japanese governmentfs enactment in 2015 of a law to promote womenfs roles in the workplace (Act on Promotion of Womenfs Participation and Advancement in the Workplace). We will implement this action plan in building a system where women can take on all kinds of challenges and make the most of their talents.


Overview of Action Plan Based on the Act on Promotion of Womenfs Participation and Advancement in the Workplace (Targets, Efforts)

Targets Efforts
Have women account for 40% of newly hired university graduates in career-track positions starting in fiscal 2017 EImprove systems and strengthen training aimed at developing human resources
EHold ongoing recruitment activities that facilitate job applications from potential female employees
EProvide wide range of information to job applicants
ECreate an environment in which young employees can more easily plan their careers
Have the retention rate of women in career-track positions who joined ONO in the last five years be at least 90% that of men EEnsure employees can continue working at ONO after various life events Expand support systems for women taking maternity leave and employees raising children
EWork-life balance Encourage men to take part in child-raising
EHelp employees return to work at the earliest possible date
Create an environment where employees can balance work, childcare, and nursing care
ECreate a corporate climate where women utilize their talents Promote career-building support measures

We have been actively recruiting persons with disabilities, who account for an employment rate of 2.28% as of March 31, 2016. This exceeds the legally stipulated rate (2.0%) revised in 2013.
We have also been expanding mid-career employment to quickly obtain human resources with the skills and knowledge that are needed immediately.


The male-to-female ratio of new employees


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Employment rate of persons with disabilities


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Enhancing Cultivation of Employee-friendly Workplaces

ONO believes it is important to create a pleasant working environment to ensure that all employees can devote themselves to work with a sense of security. In order to enable each individual who are part of the diverse human resources at ONO to work lively and perform at their full potential, we must build an environment where employees can balance their work, childcare, and nursing-care duties, and set up systems that allow employees to work in the style best suited to them. At ONO, we have ongoing efforts aimed at improving employeefs work-life balance by structuring various support systems, adopting shorter working hours, designated no-overtime day, and mandatory paid vacation. All part of our efforts is to build an environment conducive to rewarding and pleasant work for employee.


œ Childcare Support Activities

While the birth rate is decreasing in Japan, companies are also required to work for a balance between work and childcare as part of the efforts of the whole society to assist families raising children and create a better environment for having and raising children. ONO was certified as a general business operator meeting the criteria based on the Act on Advancement of Measures to Support Raising Next-Generation Children in 2008, 2012, and 2014, obtaining gKurumin,h the mark accredited to such business operators. We work to uphold the spirit of this law in implementing our action plan.
We help employees raise children through childcare leave and other company systems that exceed the requirements of the law. In order to help employees on leave return to work at the earliest possible date after taking maternity and childcare leave, we provide those on leave with company information and hold orientations for them upon returning to work. We also publish booklets that inform employees about work-life-balance support systems and how they can apply for them, as well as training for managers on diversity.
These and other efforts were rewarded as ONO received two Osaka Labor Bureau Directorfs Prizes in the 2015 Equal Employment/Work-Life Balance Corporation Awards, sponsored by Japanfs Minister of Health, Labor, and Welfare. One was in the category of companies promoting gender equality, and the other was in the category of family-friendly companies.


  Period  
1st phase of action plan April 1, 2005 to May 31, 2008 EIntroduction of shortened work hour programs for employees raising preschool children
EIntroduction of a leave program for nursing care of children
EEncouragement of employees to take annual paid holidays
2nd phase of action plan April 1, 2008 to March 31, 2012 EExpansion of the shortened work hour programs for employees raising children
EImplementation of measures to reduce overtime work
3rd phase of action plan April 1, 2012 to March 31, 2014 EProvision of information to encourage male employees to take childcare leave
EIntroduction of a re-employment scheme for employees who have left their jobs due to childcare and other reasons
4th phase of action plan April 1, 2014 to March 31, 2017 EExamination of a new program to support female employees to continue their careers, and introduction and dissemination of the program
EImplementation of measures to reduce overtime work
ESurvey of the current situation on annual paid holidays taken by employees and implementation of measures to encourage employees to take the holidays


œ Programs to Support Employees in Achieving a Work-Life Balance

  • Special paid vacation
    Employees are granted a five-day special paid vacation when getting married, and a two-day special paid vacation upon the birth of a child.
  • Childcare leave
    Japanese law stipulates that childcare leave can be taken until the time the child turns one year old. However, employees at ONO can take childcare leave until the child turns three years old.
  • Shortened work hours for childcare
    Japanese law stipulates that shortened work hours for childcare leave can be utilized until the child turns three years old. But for ONO employees raising children who want to work shorter hours than the normal working hours, they can shorten their working hours by as much as two hours per day until March 31 of the year that their child is in third grade of elementary school. (30-minute increments; can be taken before or after regular working hours)
  • Nursing care leave that exceeds the legal requirements
    While companies are legally required to provide nursing care leave for up to 93 days in total per family member in need of care, ONO provides the leave for up to a year in total.
  • Shortened work hours for nursing care
    When an employee wants to work in a shorter time than the regular working hours to engage in nursing care, the working time can be reduced by up to two hours a day.
  • Family care leave
    Employees who have to provide care to preschool children and other family members in need of care can take family care leave without pay. The prescribed number of days is five per year for employees with one person in need of care, and 10 days for those with two or more such persons.
  • Flexible working hours
    To help employees achieve a work-life balance in which they give equal priority to their jobs, family, childcare, and nursing care, ONOfs research institutes have a flexible working hours system.
  • Subsidies for day-care centers and baby-sitting
    For employees raising preschool children and whose spouses are also working, ONO provides subsidies to help pay for day-care centers or baby sitters. These subsidies are also available if an ONO employeefs spouse (working or not working) is ill or cannot care for the child for some other reason.
  • Use of company cars to pick up and drop off children
    Company cars used by MRs can be used for the purpose of picking up or dropping off their child before or after work.
  • Accompanying spouses transferred overseas
    For ONO employees whose spouse is being transferred by his/her company to another country, ONO allows the employee to take up to three years off work (on the condition that he or she resides with the spouse) and then promptly return to work at ONO.
  • Re-employment for employees who have quit ONO
    Although ONO has systems that allow employees to stay with the company even after getting married, having and raising children, or caring for family members, sometimes the ONO employee has no choice but to quit due to problems balancing work and family duties. By applying for our re-employment system upon quitting the company, employees can, at some time in the future, inform the company that their situation has changed and that they are ready to return to work. At that time, if the company needs a position filled, it will inform the employee, who can apply for the position.
  • Non-regular re-employment for retired employees
    All applicants for this scheme can extend their retirement age to 65, the time when they start to receive their pension.
  • Support of employee volunteer activities
    ONO has introduced a volunteer vacation program, which provides a five-day special paid vacation to support employees involved in volunteer activities. We also have a bone-marrow donor leave scheme to give special paid vacation during the period when employees need to take days off for bone-marrow donation.
  • Consideration of employeesf workplace requests
    Although ONO has no formal system, we take into account employeesf requests regarding what ONO site they would like to work at due to factors such as employees getting married or their spouses being transferred to another location.

œ Safety and Health

ONO strives to create and maintain a safe and hygienic workplace. We strive to improve the work environment in numerous ways. For example, the safety and health committee holds regular meetings at which members discuss problems discovered during safety and health inspections. These inspections are carried out in all ONO workplaces and check for criteria including fire prevention measures and firefighting equipment in case of fire, safe handling of machinery, the level of safety in daily work, transport work, and the level of neatness, tidiness, and cleanliness in workplaces. At the ONO Head Office and other company sites where there is a health committee, union and management representatives of the committee discuss issues such as health and overtime working hours based on results of workplace environmental measurements.


Numbers of industrial accidents


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Relationship with the Unions

ONO has two labor unions, namely the nationwide union of ONO workers and the industrial union (chemical & general) of ONO workers in Joto Plant. As of March 31, 2016, the nationwide union of ONO workers has 2,008 members while the industrial union (chemical & general) of ONO workers has 19 members. Both unions have good relationships with the company.

Composition of the Employees (Non-consolidated data)

The table below shows the number, average age, and average service years of employees in ONO as of March 31, 2016.

  No. of employees Average age Average service years
Total 2,902 40.2 14.6
Male 2,434 40.8 15.1
Female 468 37.4 12.1

No. of employees (Non-consolidated data)


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